Salesforce.com customers are mostly sales, marketing, or customer support people, the people who use traditional enterprise software products. Yet traditional enterprise software companies had never marketed to these people. Enterprise software companies target the executives who control the budget. To us that seemed nonsensical, so we targeted the end users instead and found that they were grateful to finally be given a voice. Our customers—who were brave enough to embrace a product that went against the traditional software establishment—became like a band of savvy rebels, and we celebrated...
Note: savvy rebel attitude
We drank scotch and smoked cigars and talked about salesforce.com. The bill was almost one-tenth of a standard City Tour, but the net effect was virtually the same. Customers learned from one other, and the prospects were swept up by the customers’ gusto.
Note: can work great in latin america but have to be carefull about who attends to avoid wrong target
Historically, enterprise software companies sold their products for vast amounts of money according to a very defined system. Their process involved sending out white papers, visiting prospects in their offices, and delivering a highly customized demonstration.
Note: old school sales approach
we gave our service away for free in the beginning. This was a key part of our seed-and-grow strategy, which assumed that if we planted a seed in the ground and nurtured it appropriately, we would soon see the fruits of our labors. In order to prep that proverbial ground, we offered a free functional trial for five users for a year. The trial was open to anyone who expressed interest in salesforce.com; this individual didn’t even have to speak with a salesperson.
Note: freemium